A comprehensive introduction to contemporary multinational strategic leadership and management, this book serves as a foundation to inspire the kind of creative entrepreneurial thought and action needed to compete in today's highly competitive global environment. Multinational Strategic Management: An Integrative Entrepreneurial Context-Specific Process combines basic strategic management with a distinctive international business perspective. The book adds a unique and incisive voice to the field of international business policy.
A comprehensive introduction to contemporary multinational strategic leadership and management, this book serves as a foundation to inspire the kind of creative entrepreneurial thought and action needed to compete in today's highly competitive global environment. Multinational Strategic Management: An Integrative Entrepreneurial Context-Specific Process combines basic strategic management with a distinctive international business perspective. The book adds a unique and incisive voice to the field of international business policy.
Erdener Kaynak, Robert Mockler, Dorothy G. Dologite
Inhaltsangabe
Preface A Rapidly Changing, Highly Competitive Context An Integrative, Many-Dimensional Process The Intended Readership Meeting the Challenges of Managing Across National Boundaries and Cultures Acknowledgments Part I: Introduction Chapter 1. An Integrative Entrepreneurial Process An Entrepreneurial Perspective The Multinational Strategic Leadership and Management Processes Formulating Strategic Frameworks Within Different Time Perspectives The Processes at Work: Implementing Strategies Managing Diversity in a Balanced Way The Useful but Limited Role of Adaptive Common Frameworks Contingency Processes: A Powerful, Widely Used Common Framework Summary Review Questions Exercises Chapter 2. An Enterprise's Multinational Strategic Framework Enterprise-Wide Situations Strategic Business Unit (SBU) Situations Developing the Specifics of Strategic Frameworks: The Synthesis Evaluating Alternatives Financial Analysis and Evaluation Techniques and Tools Enabling Functional/Operations Situations Integrative Strategic Management at Toyota Summary Review Questions Exercises Chapter 3. Specific Decisions, Tasks, and Activities The Basic Strategic Decision to Go Multinational Key Marketing and Production/Operations Enabling Tasks Supply Chain Management Strategic Alliances Summary Review Questions Exercises Chapter 4. Structured Analysis of Rapidly Changing Multinational Situations Critical Factors Affecting the General External Multinational Environment Critical Factors Affecting Industry and Competitive Market Environment Critical Factors Affecting the Internal Company Environment Summary Review Questions Exercises Part II: Making Strategies Work-Business Process Enablers Chapter 5. Enabling Multinational Marketing Processes Multinational Marketing Exercise: Identifying Products or Services to Be Offered: A Short-Term Perspective Identifying Products or Services to Be Offered: A Longer-Term Perspective Entry/Operating Method Summary Review Questions Exercises Chapter 6. Enabling Multinational Production/Operations Processes Multinational Production/Operations Overall Production/Operations Strategies Overall Strategies for Product or Service Design and Development Designing Production/Operations Systems Planning and Managing Production/Operations Analyzing Situation Factors Exercises: Selected Production/Operations Situations Integrating Functional Strategies, Plans, Programs, and Budgets Summary Review Questions Exercises Chapter 7. Enabling Advanced Technologies: Telecommunications and Computer Information Systems Telecommunications Worldwide Information Systems Diffusion of Technology in Developing Countries Summary Review Questions Exercises Chapter 8. Finance, Accounting, Taxation, and Control Enablers Finance, Accounting, and Taxation Finance: Management Tasks and Processes Accounting and Taxation: Management Tasks and Processes Stimulating Innovation and Controlling Performance Summary Review Questions Exercises Chapter 9. Enabling Multinational Organizations: The New Equation Organization: Structure, Processes, and Culture Structure: The Necessary Evil Creating a Balanced Organization The Human and Business Systems: Collaborative Infrastructures Creating an Enabling, Supporting, Enterprise-Wide Corporate Culture Summary Review Questions Exercises Part III: Enabling Human Resources Chapter 10. Managing Multicultural Diversity: Interpersonal Interaction Cultural Factors Understanding and Managing Cultural and Personal Biases and Mental Sets Six Perspectives on Managing
Preface A Rapidly Changing, Highly Competitive Context An Integrative, Many-Dimensional Process The Intended Readership Meeting the Challenges of Managing Across National Boundaries and Cultures Acknowledgments Part I: Introduction Chapter 1. An Integrative Entrepreneurial Process An Entrepreneurial Perspective The Multinational Strategic Leadership and Management Processes Formulating Strategic Frameworks Within Different Time Perspectives The Processes at Work: Implementing Strategies Managing Diversity in a Balanced Way The Useful but Limited Role of Adaptive Common Frameworks Contingency Processes: A Powerful, Widely Used Common Framework Summary Review Questions Exercises Chapter 2. An Enterprise's Multinational Strategic Framework Enterprise-Wide Situations Strategic Business Unit (SBU) Situations Developing the Specifics of Strategic Frameworks: The Synthesis Evaluating Alternatives Financial Analysis and Evaluation Techniques and Tools Enabling Functional/Operations Situations Integrative Strategic Management at Toyota Summary Review Questions Exercises Chapter 3. Specific Decisions, Tasks, and Activities The Basic Strategic Decision to Go Multinational Key Marketing and Production/Operations Enabling Tasks Supply Chain Management Strategic Alliances Summary Review Questions Exercises Chapter 4. Structured Analysis of Rapidly Changing Multinational Situations Critical Factors Affecting the General External Multinational Environment Critical Factors Affecting Industry and Competitive Market Environment Critical Factors Affecting the Internal Company Environment Summary Review Questions Exercises Part II: Making Strategies Work-Business Process Enablers Chapter 5. Enabling Multinational Marketing Processes Multinational Marketing Exercise: Identifying Products or Services to Be Offered: A Short-Term Perspective Identifying Products or Services to Be Offered: A Longer-Term Perspective Entry/Operating Method Summary Review Questions Exercises Chapter 6. Enabling Multinational Production/Operations Processes Multinational Production/Operations Overall Production/Operations Strategies Overall Strategies for Product or Service Design and Development Designing Production/Operations Systems Planning and Managing Production/Operations Analyzing Situation Factors Exercises: Selected Production/Operations Situations Integrating Functional Strategies, Plans, Programs, and Budgets Summary Review Questions Exercises Chapter 7. Enabling Advanced Technologies: Telecommunications and Computer Information Systems Telecommunications Worldwide Information Systems Diffusion of Technology in Developing Countries Summary Review Questions Exercises Chapter 8. Finance, Accounting, Taxation, and Control Enablers Finance, Accounting, and Taxation Finance: Management Tasks and Processes Accounting and Taxation: Management Tasks and Processes Stimulating Innovation and Controlling Performance Summary Review Questions Exercises Chapter 9. Enabling Multinational Organizations: The New Equation Organization: Structure, Processes, and Culture Structure: The Necessary Evil Creating a Balanced Organization The Human and Business Systems: Collaborative Infrastructures Creating an Enabling, Supporting, Enterprise-Wide Corporate Culture Summary Review Questions Exercises Part III: Enabling Human Resources Chapter 10. Managing Multicultural Diversity: Interpersonal Interaction Cultural Factors Understanding and Managing Cultural and Personal Biases and Mental Sets Six Perspectives on Managing
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